The Role of Empowering Leadership in Reducing Counterproductive Work Behaviors, The Mediating Role of Organizational Cynicism: An Empirical Study

Authors

  • Mohamed F. Elbardan University of Sadat City
  • Tharwat S. Abdelgawad Menoufia University

DOI:

https://doi.org/10.34120/ajas.v27i2.1061

Keywords:

Empowering Leadership, Counterproductive Work Behavior, Organizational Cynicism

JEL Classification:

M10, M12

Abstract

Purpose: This study aimed to address the mediating role of organizational cynicism in the relationship between empowering leadership and counterproductive work behaviors.
Study design/methodology/approach: The study relied on a quantitative approach, in addition to a survey as a study tool. Several statistical analysis techniques, such as structural equation modeling (SEM), were used to test study hypotheses.
Sample and data: Primary data were collected from a sample of (301) employees in a drinking water and sanitation company in Menoufia Governorate, with a response rate of (83.4%).
Results: There are several results. Firstly, a direct negative significant impact of empowering leadership is found on organizational cynicism. Secondly, there is a direct negative significant effect of empowering leadership and all on counterproductive work behaviors. Thirdly, a direct positive significant effect of organizational cynicism among workers is found on the level of their practice of counterproductive work behaviors. Finally, there is an indirect negative significant impact of empowering leadership and its aftermath (supporting opportunistic thinking and promoting cooperative actions) only at the level of workers practicing counterproductive work behaviors through organizational cynicism as a mediating variable.
Originality/Value: This study is among a few applied studies that combine the three variables under study, in addition to being the first study investigating and reporting on the role of organizational cynicism as a mediating variable in the relationship between empowering leadership and counterproductive work behaviors.
Research limitations/implications: This study was limited to dealing with both organizational cynicism, counterproductive work behaviors in general, empowering leadership in its three dimensions, by applying to the employees of the drinking water and wastewater company in Menoufia Governorate in Egypt.

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Author Biographies

Mohamed F. Elbardan, University of Sadat City

He is a teacher of Business Administration at the Faculty of Commerce, Sadat City University. He holds a PhD in Business Administration from Sadat City University. His research interests include: organizational justice, organizational citizenship behaviors, organizational self-esteem, authentic leadership, and psychological capital. Connection to work, high-performance work systems, human resources flexibility, competitive advantage, innovative work behaviors. (m_fawzy_1020@yahoo.com)

Tharwat S. Abdelgawad, Menoufia University

He is a doctoral researcher in the Department of Business Administration, Faculty of Commerce - Menoufia University. He holds a Master’s degree in Business Administration from the Faculty of Commerce - Menoufia University, 2016, specializing in Human Resources. His research interests are human resources and organizational behavior, leadership styles, paternalistic leadership, ethical leadership, organizational citizenship behaviors, employee voice behavior, abusive supervision, job burnout, quality of work life, employee loyalty, and consumer behavior. (tharwatsabry92@gmail.com)

Published

2020

How to Cite

Elbardan, M. F., & Abd Elgawad, T. S. (2020). The Role of Empowering Leadership in Reducing Counterproductive Work Behaviors, The Mediating Role of Organizational Cynicism: An Empirical Study. Arab Journal of Administrative Sciences, 27(2), 221–187. https://doi.org/10.34120/ajas.v27i2.1061

Issue

Section

Management